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Study on Competitiveness of the European Shipbuilding Industry

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Study on Competitiveness of the European Shipbuilding Industry Study on Competitiveness of the European Shipbuilding Industry Within the Framework Contract of Sectoral Competitiveness Studies – ENTR/06/054 Final report Client: Directorate-General Enterprise & Industry Rotterdam, 8 October 2009 2 ECORYS SCS Group P.O. Box 4175 3006 AD Rotterdam Watermanweg 44 3067 GG Rotterdam The Netherlands T +31 (0)10 453 88 16 F +31 (0)10 453 07 68 E [email protected] W www.ecorys.com Registration no. 24316726 ECORYS Macro & Sector Policies T +31 (0)31 (0)10 453 87 53 F +31 (0)10 452 36 60 Study on the Competitiveness of the European Shipbuilding Industry – 2009 1 Study on the Competitiveness of the European Shipbuilding Industry – 2009 2 Table of contents Executive Summary 7 1 Introduction 18 1.1 Background and objective 18 1.2 Some notions on data availability 18 1.3 Report structure 20 PART I: Sector description 21 2 World shipbuilding: key characteristics and trends 22 2.1 Sector definition 22 2.2 The global market place of shipbuilding 23 2.2.1 Ship construction and repair – changing regional production patterns 24 2.2.2 Marine equipment 35 2.2.3 Naval shipbuilding 38 2.3 Shipbuilding market cycles and worldwide trends 39 2.3.1 Shipbuilding is a cyclic industry 39 2.3.2 Were we entering the next down cycle? 41 2.3.3 The current economic and financial crisis 44 2.4 The structure of shipbuilding by main region 51 2.4.1 Europe 52 2.4.2 South Korea 71 2.4.3 China 74 2.4.4 Japan 76 2.4.5 Emerging shipbuilding nations 78 2.5 Conclusions 84 PART II: Analysis of competitive position 87 3 Approach/framework of competitive analysis 89 3.1 Framework competitive performance European shipbuilding sector 89 3.2 Industry structure 90 3.3 Regulatory and other framework conditions 90 3.4 Competitive environment 91 3.5 Business strategies and policy responses 91 4 Industry structure: value chain & production processes 93 4.1 Introduction 93 4.2 Relative importance of the shipbuilding sector 93 Study on the Competitiveness of the European Shipbuilding Industry – 2009 3 4.3 Production-related performance indicators 94 4.4 Production structure 95 4.4.1 Average size of enterprises 95 4.4.2 Value added as a percentage of total production value 97 4.4.3 Labour productivity 98 4.4.4 Profit margins 100 4.5 Trade patterns 101 4.5.1 Trade flows 101 5 Industry structure: access to resources 109 5.1 Employment, skills and labour costs 109 5.1.1 Overall employment levels in shipbuilding 109 5.1.2 Skills requirements and availability of labour 113 5.1.3 Wage costs 117 5.1.4 Conclusions 121 5.2 Access to raw materials: steel 122 5.2.1 Production, capacity and utilisation in steel production 122 5.2.2 Steel consumption 126 5.2.3 Iron ore and steel prices 127 5.3 Knowledge: R&D and innovation 130 5.3.1 Developments in R&D expenditure 131 5.4 Access to capital – ship financing 133 6 Regulatory and other framework conditions 135 6.1 Competition policy framework 135 6.1.1 Competition policy framework: international level 135 6.1.2 Competition policy framework: EU level 137 6.1.3 Specific competition rules relevant for the EU shipbuilding sector 138 6.2 Finance: guarantee schemes and export credits 138 6.2.1 Compatibility of financing schemes with competition policy 138 6.2.2 National guarantee schemes 140 6.3 Knowledge: Research, Development and Innovation policies 141 6.3.1 Compatibility of RDI aid with competition policy 141 6.3.2 RDI policies in the EU 142 6.3.3 RDI programmes in the EU shipbuilding sector 143 6.3.4 National innovation aid schemes 144 6.4 Knowledge: IPR regime 145 6.4.1 Intellectual Property Rights regime: an overview 146 6.4.2 IPR protection in the shipbuilding sector 148 6.4.3 Knowledge leakage in the shipbuilding sector 151 6.5 International trade conditions / access to markets 152 6.5.1 International trade barriers 153 6.5.2 The multilateral regulatory framework: WTO 153 6.5.3 The bilateral regulatory framework 155 6.6 Standards & classification 157 6.6.1 Technical regulations and classification societies 158 6.6.2 Third Maritime Safety Package 158 Study on the Competitiveness of the European Shipbuilding Industry – 2009 4 7 Competitive environment assessment 161 7.1 Market developments (demand-side) 161 7.2 Competitor developments (supply-side) 164 8 Conclusions on the competitive strength of the European shipbuilding industry 168 PART III: Business strategies and policy responses 171 9 Business strategies 172 9.1 Introduction 172 9.2 The evolution of business strategies in the shipbuilding industry 172 9.3 Current business strategies 174 10 Policy responses and recommendations 178 10.1 Leadership 2015 – current policy responses 178 10.1.1 LeaderSHIP 2015 178 10.1.2 LeaderSHIP 2015 progress report 180 10.2 Recommendation for new policy responses 181 10.2.1 Context of policy recommendations 181 10.2.2 Policy recommendations by key area 182 Literature 188 Annex A List of interviews 191 Annex B Detailed data 193 Annex C NACE DM35 classification 195 Annex D Ship size terminology 197 Annex E Survey 199 Annex F Amadeus database analysis 236 Study on the Competitiveness of the European Shipbuilding Industry – 2009 5 Preface The shipbuilding sector in Europe is operating within a global market. Not only demand patterns are directly influenced by global patterns in shipping, but also the shipbuilding industry itself undertakes its business at the global market place. As such it is one of the sectors in Europe which is strongly influenced by developments which take place outside Europe. In this sense it is highly relevant to investigate the Competitiveness of the European Shipbuilding Industry. This analysis feeds directly into the refinement and actualisation of the LeaderSHIP 2015 strategy that was initiated in 2002/2003 by the shipbuilding industry and the European Commission to ensure its long-term prosperity in a dynamic market. This study focuses on this longer-term competitiveness and the strategic outlook of the European shipbuilding industry. It is therefore not directed in defining answers to the position of the European Shipbuilding industry in light of the current economic crisis. Nevertheless the current crisis may trigger some international responses that in turn may impact the European industry. During the study we have spoken to various people from different organisations. We would like to express our gratitude to all people who have shared their valuable insight with us on the matter. It should be noted that the study is carried out by an independent team of consultants from ECORYS. It should be noted that this report represents the views of the consultant, which do not necessarily coincide with those of the Commission. Rotterdam, September 2009 ECORYS Roelof Jan Molemaker (team leader) Wesley van Dijk Johan Gille Pieter Melissen Graham Clarke Paul Baker Mariska van der Gun Koen Berden Robert Kok Afke Mulder Study on the Competitiveness of the European Shipbuilding Industry – 2009 6 Executive Summary Introduction Background and objective The study aims to In 2002-2003, the European shipbuilding industry initiated the LeaderSHIP2015 strategy. refocus priority The aim of this strategy was to strengthen the sector’s position to ensure its long-term LeaderSHIP2015 actions prosperity. This study should build on the framework provided by the LeaderSHIP2015 initiative, so as to deliver knowledge and insights into the key drivers of an innovative, competitive and sustainable European shipbuilding industry . As such, the analysis undertaken within the study should contribute to the formulation of suggestions and recommendations for actions that can contribute to the better realization of the objectives of the LeaderSHIP2015 initiative. Sector description Sector definition The European shipbuilding industry study is centred around two sub-sectors: • Ship construction (shipyards) • Marine equipment (shipyard supply industry) Trends and developments Europe’s dominant A century ago shipbuilding was dominated by Europe, having a world market share of position was taken over th by Japan in the 70s … some 80% at the beginning of the 20 century. In the 1950s this position was gradually taken over by Japan, mainly due to a rapid growth of the Japanese economy and a coordinated shipping and shipbuilding program. At the early 1970s Japan and Europe still dominated the world market with a combined share of some 90%. .. which in turn was In the early 1970s South Korea entered the stage. The country offered lower wages than surpassed by South Japan or Europe and chose to position shipbuilding as a strategic industry. Just as Japan Korea at the beginning of this decade… did before, a carefully planned industrial program was successfully initiated, leading to a world market share of 25% by the mid-1990s and a world first position as of 2005. … and China entering Although having shipyards since the 1940s, China is only becoming a dominant player the stage 10 years ago since the last 10 years. The country’s economic boom together with the strategic choice to develop heavy industry activities has led to a strong increase in global market share. Increased role for marine The role of marine equipment manufacturers has become more important over time. equipment Originally most of the shipbuilding work was carried out at the shipyards themselves. manufacturers With technological advance, the role of marine equipment industry – as the supply industry to the shipyards - has increased dramatically. While in the 1970s most of the shipbuilding work was carried out at the shipyards themselves, nowadays the share of Study on the Competitiveness of the European Shipbuilding Industry – 2009 7 marine equipment is assessed at 50%-70% of the product value, and can be 70-80% in the more specialised segments.
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